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This paper aims to present several common scenarios that occur in most libraries regarding interpersonal conflict between employee and employee and/or employee and library director. The paper then offers several proven practical conflict resolution strategies that any library can use to either avoid conflict or to mediate it when it occurs.

This paper used a literature search as well as the personal experience of the author, a library consultant who has worked with over 40 different libraries including academic, public, and special libraries.

This paper focuses on the concepts of collegiality and positive interpersonal communications as well as the team approach to accomplishing goals. Among the strategies this paper discusses are the adherence to mandatory policies and procedures, peer mediation, open communication, and sensitivity training. Strategies for coping with internal jealousies between and among staff members as well as fair hiring practices are also discussed.

This paper helps the library director, the library department manager, and the staff librarian better understand and appreciate the importance of conflict resolution for the good of the organization.

Using a six‐step process, the purpose of this paper is to present some guidelines for preparing job descriptions for a library organization.

This paper draws on the personal expertise of the author, who has been a library consultant to all types of libraries for over 15 years.

This paper suggests that before a job description can be written, the organization must first understand what kinds of jobs are necessary, then do a job analysis, and then go through a process that involves the employees who are to carry out the responsibilities of the particular job to help design the job and write the job description.

This paper helps the library director and the library department manager more intelligently approach the design of a job and more precisely document the scope of that job within the library organization.

The purpose of this paper is to provide a discussion of the benefits of succession planning and open communication between administration and staff when an employee leaves their employment at the library.

This paper used the personal expertise of the author who has been a professor of human resources management as well as a library consultant to all types of libraries for over 15 years.

This paper proposes that every library organization should follow a five‐step succession planning strategy to guarantee a smooth transition when an employee leaves for whatever reason. The paper also proposes an open and honest communication policy when an employee is terminated to ease the anxiety of the rest of the staff.

This paper helps the library director and the library department manager more intelligently handle the necessary transitions when an employee leaves their employment.

This paper aims to explain the rules and regulations for using independent contractors in a library setting.

The paper uses the personal expertise of the author who has been a professor of human resources management as well as a library consultant to all types of libraries for over 15 years.

The importance of treating independent contractors very differently from employees is emphasized. The paper provides a step‐by‐step guideline on the compliance issues by which every library and independent contractor must abide to guarantee a legitimate relationship in the eyes of the Internal Revenue Service.

This paper helps the library director and the library department manager more intelligently use independent contractors within the operation of a library organization.